Getting Better in the Same Direction
When every organisation improves in the same direction, the second and third order consequences aren’t growth. They’re narrowing.
The Confidence-Preparedness Gap: Why Leaders Who Think They’re Ready Aren’t
85% of leaders say their organisation is prepared for disruption. Fewer than half have plans beyond 12 months. That gap between confidence and actual preparedness is the real strategic problem — and it has a specific structure.
The Quiet Retreat: Why People Are Stepping Back from Social Media
The data says people aren’t leaving social media because they’re damaged. They’re leaving because the substitutes reached a point of sufficiency. That’s a different problem, requiring a different response.
Why I Built the Misel Method: The 30-Year Pattern I Could Not Ignore
Morris Misel explains the thinking behind the Misel Method — six proprietary foresight frameworks integrated into one leadership decision-making system built over 30 years.
The 74 and the 20: What Most Organisations Are Getting Wrong About AI and Competitive Advantage
There’s a moment I keep seeing in boardrooms this year. Someone slides a piece of research across the table, the room leans in, and within about ninety seconds the conversation lands on the same question it always lands on. “How do we move faster?” I was in one of those rooms a few weeks ago […]
What Are Decision Trust Zones? Morris Misel on Where Leaders Draw the AI Line
Decision Trust Zones is a framework developed by Morris Misel to map the boundaries of AI decision-making authority in organisations. It emerged from the Who Decides 2025 research — a global study of how leaders across finance, healthcare, education, government, and professional services are drawing lines on what AI can and cannot decide, and why. […]
